Chief Executive

SEPTEMBER 23, 2022

FWIW, CEO100 is our peer network exclusively for CEOs who run complex organizations with more than $100 million in revenues— learn more about membership ; it’s excellent). If your costs are likely to increase by 20% or more over the next three years, have a multi-pronged approach and take bold actions. to make more costs variable).

Balance Sheet 52

Balance Sheet Fixed Costs Revenue Process Improvement 52

Chief Executive

MAY 26, 2022

CFOs have the data; you need to massage it, P&L and balance sheets, in ways that people can understand. CFOs may want to guide their companies “to grow cash generation” instead of revenues per se. We’re not going to final costs — just gross margin, and gross margin that is inflation-adjusted. Wield unit economics.

Cash Flow 52

Cash Flow Digital Transformation Fixed Costs Balance Sheet 52

Harvard Business Review

MAY 8, 2012

In a rapidly changing industry ecosystem, heavy investments in hard infrastructure can burden balance sheets and limit flexibility. Bharti's innovative business model converted fixed costs in capital expenditure to a variable cost based on usage of capacity.

Balance Sheet 14

Balance Sheet Variable Costs Telecommunications Fixed Costs 14

Harvard Business Review

MAY 28, 2018

By 2016, the rise of smart phones seemed to have made the company less relevant: Its revenues were at almost the same level they had been a full decade earlier. Nikon, the legendary Japanese camera maker, provides a textbook study in how smart managers can work with strategic investors to transform a struggling business.

Balance Sheet 11

Balance Sheet Cash Flow Banking Fixed Costs 11

Chief Executive

JULY 25, 2022

You see people who maintain highly conservative balance sheets and enormously prudent financial positions. And if we do that, we can’t help but grow revenues per fixed cost. They’re not the most efficient use of capital; they’re not the most efficient use of buffers. What they are is enormously resilient by design.

Balance Sheet 98

Balance Sheet Assets Engineering Operations 98

Harvard Business Review

OCTOBER 7, 2015

This typically means they look to re-engineer the balance sheet to increase shareholder yield, over the shortest amount of time possible, which typically ranges between six to twelve months. In recent years, both companies exhibited compressed margins, flat revenue growth, and lagging returns. Example: Jolly Inc.

Balance Sheet 12

Balance Sheet Cash Flow Revenue Reorganization 12